Univ of Minnesota Strategic Plan - College of Veterinary Medicine
Univ of Minnesota Strategic Plan - College of Veterinary Medicine
Univ of Minnesota Strategic Plan - College of Veterinary Medicine
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20062009 <strong>Strategic</strong> <strong>Plan</strong> <strong>College</strong> <strong>of</strong> <strong>Veterinary</strong> <strong>Medicine</strong> <strong>Univ</strong>ersity <strong>of</strong><strong>Minnesota</strong> Page 1 <strong>of</strong> 4<br />
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20062009 <strong>Strategic</strong> <strong>Plan</strong><br />
<strong>Univ</strong>ersity <strong>of</strong> <strong>Minnesota</strong> <strong>College</strong> <strong>of</strong> <strong>Veterinary</strong> <strong>Medicine</strong><br />
FY 20062009 <strong>Strategic</strong> <strong>Plan</strong><br />
Return to <strong>Veterinary</strong> <strong>Medicine</strong> Academic Health Center U <strong>of</strong> P1 Horne<br />
r i <strong>Plan</strong><br />
Myu One Stop I Directories I Search U <strong>of</strong> M<br />
The <strong>College</strong> <strong>of</strong> <strong>Veterinary</strong> <strong>Medicine</strong> contributes significantly to the <strong>Univ</strong>ersity <strong>of</strong> <strong>Minnesota</strong> s goal <strong>of</strong><br />
Students being in the top tier <strong>of</strong> research universities The <strong>College</strong> is one <strong>of</strong> the nation spremier centers for the<br />
study <strong>of</strong> animal and human health and the education <strong>of</strong> veterinarians and biomedical scientists The<br />
Veterinarians<br />
curriculum is anchored by state<strong>of</strong>theart research programs and internationally prominent scientists<br />
Over the past few years the <strong>College</strong> has complemented its foodanimal companion animal and avian<br />
<strong>College</strong> Links<br />
programs with internationally recognized initiatives in genomics food safety public health comparative<br />
medicine and infectious diseases The <strong>College</strong> is a national leader in the use <strong>of</strong> behavioral<br />
competencies to select students the use <strong>of</strong> experiential education in its pr<strong>of</strong>essional programs the<br />
About training the next generation <strong>of</strong> veterinary public health pr<strong>of</strong>essionals and the development <strong>of</strong><br />
innovative methods to train future dairy and swine veterinarians The <strong>College</strong> is actively engaged with<br />
Directory and committed to the success <strong>of</strong> its students the veterinary pr<strong>of</strong>ession the food animal industry and<br />
Emplpyrnent<br />
the public policy process<br />
MapDirections<br />
The <strong>College</strong> <strong>of</strong><strong>Veterinary</strong> <strong>Medicine</strong> values<br />
Volunteer<br />
Science and Knowledge the <strong>College</strong> is first and foremost about the discovery integration and<br />
application <strong>of</strong> new knowledge<br />
Teaching and Learning weeducate undergraduate graduate and pr<strong>of</strong>essional students and<br />
CVM Web Sites veterinarians by delivering the most uptodate scientific information in effective ways by encouraging<br />
leadership by facilitating experiential learning and by using technology to enhance the learning<br />
process<br />
Option v<br />
People we respect and support our colleagues and are dedicated to developing the skills expertise<br />
and diversity <strong>of</strong> the faculty staff and students<br />
Engagement weproactively develop and support partnerships with individuals and organizations<br />
Search that share our scientific pr<strong>of</strong>essional educational and policy interests<br />
Accountability we hold ourselves to the highest ethical standards we take responsibility for our<br />
actions in all facets <strong>of</strong> our work we strive continuously to enhance our programs and services we<br />
measure our effectiveness and we report on our progress<br />
Leadership welead by influencing and contributing to science food animal agriculture the<br />
veterinary pr<strong>of</strong>ession animal health and public health<br />
i t<br />
Over the next three years the college will continue to build its national and international reputation and<br />
values by focusing on the following goals<br />
Goal 1 To improve the health <strong>of</strong> animals and people by enhancing the vitality and depth <strong>of</strong> research<br />
programs<br />
Objectives<br />
1 Increase the financial human and physical resources supporting basic and applied research in<br />
the areas <strong>of</strong> 1 economically important food animal infectious diseases 2 high consequence zoonotic<br />
diseases 3 public health and 4 spontaneous animal models <strong>of</strong> human disease<br />
12 Expand access to and use <strong>of</strong> high biosecurity laboratories and animal facilities including design<br />
and construction <strong>of</strong> a new animal infectious disease building on the St Paul campus<br />
13 Strengthen selected graduate programs in animal infectious diseases public health and animal<br />
models <strong>of</strong> human disease to national prominence<br />
14 Establish AHClevel zoonotic disease and comparative biomedical research centers<br />
15 Enhance research infrastructure to help faculty and staff secure and manage large<br />
multidisciplinary grants and to support clinical trials<br />
16 Leverage resources and advance shared research objectives by creating active research<br />
partnerships with industry and governmental agencies<br />
17 Inform federal and state policy decisions related to veterinary and biomedical research<br />
httpwww cvm umn eduabout organization<strong>Strategic</strong> <strong>Plan</strong> index htm 728 2010
20062009 <strong>Strategic</strong> <strong>Plan</strong> <strong>College</strong> <strong>of</strong> <strong>Veterinary</strong> <strong>Medicine</strong> <strong>Univ</strong>ersity <strong>of</strong><strong>Minnesota</strong> Page 2 <strong>of</strong> 4<br />
We will know we have succeeded when<br />
Resources supporting priorities outlined in this plan have increased at least 10 percent from the<br />
2004 baseline in each <strong>of</strong> the next three years including grant funding and funding for graduate<br />
students<br />
<strong>Minnesota</strong> ranks in the top four veterinary colleges in all categories <strong>of</strong> total research expenditures<br />
<strong>Univ</strong>ersity <strong>of</strong> <strong>Minnesota</strong> faculty and staff have access to sufficient biosecurity laboratory and animal<br />
holding facilities<br />
<strong>Veterinary</strong> graduate programs are recognized nationally and internationally<br />
ANC level centers for zoonotic disease and comparative biomedical research have been established<br />
The research infrastructure has been improved three new interdisciplinary grants have been<br />
obtained and clinical trials have increased by 30 percent from 2004 baseline<br />
The <strong>College</strong> is a leader in providing scientific information and counsel in support <strong>of</strong> relevant state<br />
and federal public policy decisions<br />
Goal2 To improve the health <strong>of</strong> animals and people by preparing students graduates faculty and<br />
staff for successful careers<br />
Objectives<br />
21 Continue to refine the process <strong>of</strong>selecting students with attributes that predict success in the<br />
pr<strong>of</strong>ession<br />
2 Strengthen and assess the curriculum continually<br />
Ensure that graduates entering private practice have adequate knowledge skills behavioral<br />
competencies identified in PDI study practical experience and an awareness <strong>of</strong> the breadth <strong>of</strong> career<br />
options in veterinary medicine<br />
Expand the use <strong>of</strong> primary outcome assessments to monitor and improve the curriculum and<br />
admissions process<br />
Enhance <strong>Minnesota</strong> spreeminence in training the next generation <strong>of</strong> veterinary public health<br />
pr<strong>of</strong>essionals swine veterinarians and dairy veterinarians<br />
23 Expand learning opportunities for students faculty and staff<br />
Increase the number and quality <strong>of</strong> experiential opportunities for pr<strong>of</strong>essional students<br />
Increase the number <strong>of</strong> targeted collaborative learning opportunities within the <strong>Univ</strong>ersity <strong>of</strong><br />
<strong>Minnesota</strong> with other colleges <strong>of</strong> veterinary medicine and with private public and academic<br />
organizations<br />
Take full advantage <strong>of</strong> opportunities for faculty and staff to pursue semester leaves and sabbaticals<br />
Increase the number <strong>of</strong> faculty staff and students participating in international programs<br />
Enhance faculty staff and student pr<strong>of</strong>essional development programs to lead influence and<br />
implement change<br />
24 Identify and implement new ways to reward teaching<br />
25 Create a national veterinary training center for veterinarians and increase continuing education<br />
opportunities for veterinarians wishing to change career paths<br />
26 Make investments in teaching facilities equipment and technology to support the goals in the<br />
plan including the completion <strong>of</strong> the Pomeroy Student Alumni Learning Center project<br />
27 Develop and begin implementation <strong>of</strong> a plan to increase diversity <strong>of</strong> faculty students and staff<br />
28 Inform federal and state policy decisions related to veterinary education<br />
We will know we have succeeded when<br />
We are able to measure the success <strong>of</strong> our graduates through outcomes assessment in<br />
The selection process<br />
Meeting the needs <strong>of</strong> the students the pr<strong>of</strong>ession and veterinary medicine<br />
Non technical and technical competencies<br />
Expanded type and breadth <strong>of</strong> practical and collaborative experiences inside the <strong>Univ</strong>ersity <strong>of</strong><br />
<strong>Minnesota</strong> with other universities in industry and in the pr<strong>of</strong>ession<br />
Increased awareness <strong>of</strong> international program opportunities increased financial support for<br />
students and faculty participation<br />
Leadership opportunities strengthen the ability <strong>of</strong> faculty students and staff to manage change<br />
The value <strong>of</strong> quality teaching is recognized and rewarded<br />
A national veterinary training center is established and funded<br />
Facilities supporting teaching and learning including the Pomeroy Center are improved<br />
A diversity plan has been completed at least two targeted strategies have been implemented<br />
The <strong>College</strong> is a leader in providing information and counsel in support <strong>of</strong> relevant state and federal<br />
veterinary education policy decisions<br />
Goal 3To improve the health <strong>of</strong> animals and people by enhancing the veterinary health care delivery<br />
system<br />
httpwww cvm umn eduabout organization<strong>Strategic</strong> <strong>Plan</strong> index htm 728 2010
20062009 <strong>Strategic</strong> <strong>Plan</strong> <strong>College</strong> <strong>of</strong><strong>Veterinary</strong> <strong>Medicine</strong> <strong>Univ</strong>ersity <strong>of</strong><strong>Minnesota</strong> Page 3 <strong>of</strong> 4<br />
Objectives<br />
31 Develop the <strong>Veterinary</strong> Medical Center VMC as a model for the service efficiency and quality<br />
32 Develop and implement strategies for a new model <strong>of</strong> veterinary health care delivery and training<br />
that integrates <strong>Univ</strong>ersity and community resources<br />
3 Implement the VMC strategic plan and balanced scorecard to ensure there are sufficient resources<br />
to invest in equipment facilities and people<br />
3 Develop selected VMC centers <strong>of</strong> excellence to national prominence such as the Equine Center<br />
34 Develop and promote the use <strong>of</strong>evidence based medicine to standardize and improve patient<br />
outcomes throughout the delivery system<br />
35 Develop capacity as the source <strong>of</strong>expertise and scientifically valid information about animal<br />
health food safety and zoonotic disease issues<br />
36 Integrate laboratory services between the <strong>Veterinary</strong> Diagnostics Laboratory VDL <strong>Minnesota</strong><br />
Department <strong>of</strong> Health <strong>Minnesota</strong> Department <strong>of</strong> Agriculture Board <strong>of</strong> Animal Health USDA FSIS<br />
APHIS CDC FDA and DNR<br />
37 Continue to build a national leadership position for the <strong>Veterinary</strong> Diagnostic Laboratory in the<br />
emerging and zoonotic diseases including the development <strong>of</strong> molecular diagnostic test surveillance<br />
and informatics<br />
We will know we have succeeded when<br />
The VMC has increased revenues by 30 percent and productivity has increased by 3 percent from<br />
2004 baseline<br />
Three strategies have been implemented that integrate the <strong>Univ</strong>ersity and community health care<br />
delivery systems<br />
Surveys reveal a 90 percent overall satisfaction rate from VMC clients and veterinarians<br />
Surveys reveal a 90 percent overall satisfaction rate for veterinarians submitting samples to the<br />
<strong>Veterinary</strong> Diagnostic Lab<br />
Three VMC Centers <strong>of</strong> Excellence have been established and have received national recognition<br />
The <strong>Veterinary</strong> Diagnostic Laboratory maintains its recognition as a national leader<br />
<strong>Veterinary</strong> colleges veterinarians public policy makers industry leaders and news media seek us<br />
out for scientifically valid information on animal health food safety and zoonotic disease issues<br />
Laboratory services have been integrated and coordinated between the VDL <strong>Minnesota</strong> Department<br />
<strong>of</strong> Health <strong>Minnesota</strong> Department <strong>of</strong> Agriculture Board <strong>of</strong> Animal Health USDA FSIS APHIS CDC<br />
FDA and DNR<br />
The use <strong>of</strong> evidencebased medicine has increased from 2004 baseline<br />
Goal 4 To improve the health <strong>of</strong>animals and people by positioning the college for long term financial<br />
sustainability<br />
Objectives<br />
41 Increase sponsored expenditures<br />
42 Increase non state funding<br />
Drive the VMC the VDL and other business unitsegThe Raptor Center Continuing Education<br />
CAHFS Biomedical Graphics to longterm sustainable margins<br />
Increase VDL revenue and diversify revenue sources<br />
Increase the number <strong>of</strong> faculty with salary savings on grants or other nonstate funding sources<br />
Increase the average percent <strong>of</strong> <strong>College</strong> indirect cost recovery funds<br />
43Fully engage philanthropy to generate financial support for college programs and targeted centers<br />
<strong>of</strong> excellence<br />
Complete the Equine capital campaign<br />
Complete the OsborneHills Chair campaign<br />
Complete the Oncology Chair campaign<br />
Secure 2 million in endowed funds for additional scholarships to recognize achievement and to<br />
recruit a more diverse student population<br />
4 Implement tuition admissions and scholarship policies that maintain student access and support<br />
financial sustainability<br />
45 Evaluate programs and identify ways to enhance efficiency and effectiveness<br />
We will know we will have succeeded when<br />
Sponsored research expenditures have increased by at least 10 percent from 2004 base line<br />
Nonstate funds increase 5 percent per year from 2004 base line<br />
httpwww cvm umn eduabout organization<strong>Strategic</strong> <strong>Plan</strong> index htm 728 2010
20062009 <strong>Strategic</strong> <strong>Plan</strong> <strong>College</strong> <strong>of</strong> <strong>Veterinary</strong> <strong>Medicine</strong> <strong>Univ</strong>ersity <strong>of</strong><strong>Minnesota</strong> Page 4 <strong>of</strong> 4<br />
The VMC VDL and other business units operate with sustainable margins<br />
The Equine campaign has raised35million<br />
The OsborneHills campaign has raised750 000<br />
The Oncology Chair campaign has raised 1 million<br />
25 percent <strong>of</strong> veterinary students receive scholarshops <strong>of</strong> at least5000 a year<br />
Tuition admission and scholarship policies demonstrably maintain student access and financial<br />
sustainability<br />
The number <strong>of</strong>faculty with salary savings support has increased by 25 percent from the 2004<br />
baseline<br />
<strong>College</strong> average indirect cost recovery funds have increased from 20 percent to 25 percent<br />
Programs are operating with greater efficiency and effectiveness<br />
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